THE GUIDE TO THE 7 KEY ALL SOCIAL QUESTIONS ENTREPRENEURS SHOULD ASK to have a clearer idea, develop THEMSELVES their project and maximize their impact!
SWITZERLAND
FOREWORD
In a constantly fast-changing New drivers of growth and development world, organizations focusing on lie in new forms of “win-win-win” “social impact have no other choice than collaboration with other actors, such to re-invent themselves. as the private sector or government.
In fact, as the demand for solutions As a result, there are tremendous oppor- toward reducing inequalities, diminish- tunities for organizations interested in ing poverty and fostering community new forms of entrepreneurship changing spirit grows, the means at our disposal to the world to reinvent themselves. But address such issues decrease. Therefore, the right questions have to be asked at it is essential to think about new and the right time… innovative economic models. This guide, we hope, will allow you to Social entrepreneurship presents an answer a few of those questions. extraordinary opportunity to develop cost effectiveness and high impact Happy reading and, above all, happy as pillars for sustainable develop- entrepreneurship!” ment. Such hybrid models combine philanthropy, subsidies, and income- Arnaud Mourot generating activities to generate varying Co-director Ashoka Europe degree of income (depending on the maturity of the project, its sector of activity, etc.). Introduction i
OVERVIEW
Introduction 5
1. What social problem have you identified and how are you responding to it? 8
2. What is your added value? 18
3. What is your development strategy? 26
4. What is your economic model? 34
5. How do you accelerate your development by collaborating with other stakeholders of society? 42
6. How do you measure your social impact? 50
7. What is the best organizational model for your project? 58
Conclusion 66
Appendices 67
4 INTRODUCTION
You have decided to commit yourself to putting your talent and energy into a social entrepreneurial project; you are heading up your project, your activity is working but you are asking yourself:
How can I develop without losing sight of my social mission? How to bring a response that meets the social challenge? How to ensure and increase my social impact? How to enlist other actors in society?
Take some time now in order to save time later …
The goal of this practical guide is to give you some keys that allow you to think differently about your project. It should help you see it more clearly and ensure the relevance of your project's social impact.
Some of the questions included here may seem complicated and far from your everyday life. However, they are essential in preparing you as a social entrepreneur. INTRODUCTION
5 Introduction i A FEW WORDS ABOUT ASHOKA
or more than 30 years, Ashoka has identified, Active on all continents across 85 countries, Ashoka supported, connected and communicated launched its activities in Switzerland in 2007. F with innovative “social entrepreneurs”: individuals who bring radically new solutions to This guide was born based on Ashoka's experience societal issues, in the domain of education, health, the in assisting several thousand social entrepreneurs. environment, the fight against exclusion, economic Ashoka shares its observations and offers several development, etc. approaches here. This is therefore not a scientific manual; rather, these questions are among the most More than 3,000 social entrepreneurs have been frequently asked by many social entrepreneurs. identified throughout the world, including 400 in Europe, thus constituting the largest global network This guide is the second version of the practical of social entrepreneurs. In addition to the support for booklet created in 2007, supplemented by more innovative social entrepreneurs, Ashoka promotes recent examples adapted to the local Swiss context. the co-creation of innovative solutions among the different actors of society (social, public, private) to Global: www.ashoka.org allow changes in scale of the innovation of social Switzerland: www.switzerland.ashoka.org entrepreneurs and encourage the creation of hybrid models and collective innovations of greater social impact.
Ashoka’s objective is to make a world where everyone is capable of acting quickly and effectively to respond to societal challenges.
“ EACH – Everyone a Changemaker TM”.
6 SAMPLE QUESTION
The 7 questions in this guide are all organized in the following manner:
WHY THIS QUESTION? SOME EXAMPLES TO UNDERSTAND A few words to explain why the question has been All the examples that serve as concrete illustrations asked and why it matters. for the different questions are drawn from projects of social entrepreneurs that Ashoka has supported PUT YOURSELF IN THE SHOES (“Ashoka Fellows”). OF A POTENTIAL PARTNER We will illustrate the questions by several examples, Most social entrepreneurs in the world are looking in particular, the cases from Siel Bleu and 1 Roof 2 for partners. In France, social entrepreneurs are Ages which we will refer to in the 7 questions, in respectively 65% and 52%* to consider that the lack order to help you understand the framework of the of financial resources and the lack of partnerships Practical Guide. with businesses are the major constraint to their development. It is therefore interesting to put yourself You will also find several recommendations of BEST in the shoes of your potential partner, an outside PRACTICES and PITFALLS TO AVOID. person who generally does not know your field. Succeeding in convincing the right partners to work Finally, we offer a list of ADDITIONAL RESOURCES with you will be a good test of your level of clarity. if you wish to go further. These are methodological tools, studies, and various documentation that we A FEW TOOLS TO HELP YOU have catalogued through the years and which were TO MOVE AHEAD deemed useful by entrepreneurs before you. This The tools we are offering are obviously there to help list is far from exhaustive. you but some will be more adapted to your activity Last, in the appendix, you will find additional than others: you are the only one who knows what complementary resources cross-cutting to all seven is useful and effective for you! questions.
* Source : Social entrepreurship barometer realized in 2014 by opinionWay 7 1. What social problem have you identified? Q1 1
WHAT SOCIAL PROBLEM HAVE YOU IDENTIFIED AND HOW ARE YOU RESPONDING TO IT 1. WHAT SOCIAL PROBLEM HAVE YOU IDENTIFIED AND HOW ARE YOU RESPONDING TO IT? TO RESPONDING YOU ARE AND HOW IDENTIFIED YOU HAVE PROBLEM SOCIAL WHAT 1.
8 And how are you responding to it?
WHY THIS QUESTION ?
If you are committed, it is because you are absolutely convinced of the good basis of your action. Although it is obvious to you, it is essential to precisely define the social problem that you are addressing in order to demonstrate the pertinence of your project clearly. It is then necessary to quantify its issues, specifying the targets and the size of the “segments” in order to show the scope of the problem.
The following step consists of both analyzing the obstacles that hinder the solution to this problem and identifying the means of action. This will allow you to present a complete and persuasive response.
What practical changes are you going to implement? How? What means will you use to address the problem at its source?
The challenge here is to show that the mission that you are given will bring an effective answer to the problem.
9 1. What social problem have you identified? Q1 PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR THE MOST CONVINCING?
SIGNS OF MEANING
SITUATION 1 SITUATION 2 What social problem are you responding Q1 : to and what do you need today in order What social problem are you responding www.socialbusinessmodels.ch to solve it? Q1 : to and what do you need today in order Learning difficulties concerning persons with sensory, to solve it? cognitive or mental disability. Some views and Autistic children have difficulty learning daily routines, opinions of people’s differences must change and such as hygiene (brushing their teeth, washing their new pedagogical tools must be created to unite hands, blowing their nose, etc.). The access of autistic people from different worlds. children to this training is limited because they need
to constantly repeat a dependable model, and the Models, Social Business Source: What practical changes are you going parent or specialized educator is not capable of that. Q2 : to implement? In addition, they need a high degree of consistency We are going to create a laboratory for pedagogical where any non-essential information for the training innovation that is enriched by different networks is removed. We have to find a tool that responds to (university, education, medical-social, digital, etc.) these criteria and is properly incorporated into the and produces prototypes of tools that are tested training of the child. and approved before being distributed. What practical changes are you going Q2 : to effect? We are creating a mobile app: “Brush your teeth with Ben the Koala” that presents a simple video Situation 2 : You are capable of specifically where Ben the Koala is brushing his teeth and the qualifying the social problem which you child can mimic him. We are testing it in families and are responding to, showing your vision among professionals, then, once approved, we will of success, as well as the conditions and distribute it. The app is for all children, especially for objectives you wish to reach. those who have difficulty in learning, which will allow us to re-create shared experiences.
10 And how are you responding to it?
TIPS AND TOOLS TO GO FURTHER (1/2)
HOW? “THEORY OF CHANGE”
Global impact WHY? WHO ? “SOCIAL NEED” ! “BENEFICIARIES” ! Specific ! outcomes www.socialbusinessmodels.ch
! Short-term outputs
? Activities Source: Social Business Models, Models, Social Business Source: Direct and indirect Beneficiaries customers OUR Society VALUES Consequences Central Problem Causes
CLEARLY IDENTIFY THE SOCIAL NEED IDENTIFY THE BENEFICIARIES
◆◆What is the problem? Why? ◆◆What are the direct targets of your project? ◆◆What are the consequences ? ◆◆Who bears the financial and human consequences ◆◆What are the 3 main causes of this problem? of the problem? (indirect targets) ◆◆In parallel to the social need, it is important to ◆◆What are the characteristics of your beneficiaries? evaluate the cost of the problem (see next page) ◆◆How many people are involved?
11 1. What social problem have you identified? Q1
TIPS AND TOOLS TO GO FURTHER (2/2)
QUANTIFY THE COST OF THE PROBLEM
◆◆What are the direct economic costs? The financial resources that society must devote to compensate for the problem (e.g. unemployment benefits, reimbursement of medical expenses, etc.) ◆◆What are the indirect economic costs? For example, those reflecting the loss of current and future production capacity. ◆◆What are the human and social costs? Those revealing the loss in the quality of life and well-being of those affected.
Activities Results Specific Global goal / goals Impact goal
COMPLETE YOUR “LOGICAL FRAMEWORK”
The logical framework or logframe is also often called Theory of change. Just as if you were telling a story, the objective is to explain your overall vision of the way in which the change is going to take place. It is not only about presenting the social goal of your project, but also describing the link between your activities and your objectives. It is important, first, to consider your overall objective before defining your activities. By doing so, you can identify the potential obstacles and specify the factors that you can or cannot control.
12 And how are you responding to it?
TIPS AND TOOLS TO GO FURTHER (2/2)
GOING FURTHER WITH KEYSTONE’S THEORY OF CHANGE
QUESTIONS EXPLANATION
The vision at 10 years Try to project yourself in the long-term and What social change can we contribute to and imagine the situation in an ideal society. It’s make sustainable? about developing your vision for success.
Try to list the elements that prevent this change The obstacles to overcome from happening and the preconditions for the What are the roadblocks to clear? success of your project.
The means of action For every roadblock, try to list the main actions Where do you put your energy to clear the to implement. roadblocks?
The indicators of success This step consists of identifying the indicators When will you find out that you have of success: visible changes, proof that there was succeeded? really a positive change.
13 1. What social problem have you identified? Q1 SOME EXAMPLES TO UNDERSTAND
1/6 GROUPE ASSOCIATIF SIEL BLEU
Adapted Physical Activity will be a revolutionary form of the therapeutic The vision ◆◆ offering in the 21st century and will be a new form of universal prevention at 10 years among challenged populations. ◆◆Groupe Associatif Siel Bleu offers programs using Adapted Physical Activity The solution of (APA) as a tool for health care and well-being. Groupe Associatif ◆◆Different centers of Siel Bleu have developed programs targeted for different Siel Bleu audiences, such as early retirees, the elderly at home or in an institution, people with disabilities and those with chronic or serious illnesses. ◆◆The lack of knowledge within the broader public, not enough awareness of these subjects. The obstacles to ◆◆The inclusion and integration of operational prevention in policies made for overcome the short-term but not including long-term. ◆◆Prevention must be considered as a long-term investment, something for profit rather than as a burden as is often the case today. ◆◆Demonstrating and finally communicating the impact of physical activity as a fully therapeutic offering. ◆◆Making a public communication campaign about the topic of physical activity The means of action as a preventative health tool, and basing such statements on the results of proven impacts on the targeted populations as well as the costs to society. ◆◆Continuing to make the name of Siel Bleu known through the distribution of APA programs. ◆◆Total or partial reimbursement of physical activities in the framework of The indicators inclusion of supplementary health coverage (underwriters, insurers, IP). of success ◆◆A Siel Bleu book as reference for every health professional prescribing physical activities.
14 And how are you responding to it?
2/4 1 ROOF 2 AGES
◆◆Intergenerational housing represents a hope for the future and has the potential to become the current practice if one succeeds in overcoming The vision the legal barriers : for example, domiciliation globalizes revenues of people at 10 years living in the same place and thus restricts cohabitation due to the loss of social revenues.
In a modern society that promotes ever greater individuality, seniors very often suffer from a social isolation that tends to drastically deteriorate their mental and physical health. In addition, a housing crisis and fiscal austerity contribute to making housing a problem not only for seniors, but also for youth. Several The obstacles obstacles can be highlighted: to overcome ◆◆The individualism of our society that results in a division between generations ◆◆The fiscal rules at the federal level penalize this type of initiative ◆◆The difference in the housing code according to region hinders the development of comprehensive and unified initiatives aimed at improving the situation in Belgium.
By offering the possibility to the elderly and students to share intergenera- tional housing, 1 Roof 2 Ages creates a win-win solution: ◆◆Democratization of access to housing for all students Empowerment of the elderly in the fight against isolation The means of action ◆◆ ◆◆Awareness of the general public: communication targeted around the success of intergenerational housing ◆◆Change of conversation: lobbying the policy-makers to get them to shift their positions.
◆◆Evolution of the number of duos created and the adoption of the model by The indicators private individuals. of success ◆◆Concept becomes famous with a great welcome from the general public. ◆◆Direct impact on fiscal legislation and lodging code.
15 1. What social problem have you identified? Q1
THE ESSENTIALS TO KEEP IN MIND
It is difficult to precisely estimate the number of people involved or the social cost of non-action. In order to define the problem that you have decided to respond to, try to:
Define this problem: What is the social need and what is the target? Estimate the number of people involved by selecting the most important numbers in relation to the solution that you are bringing. Explain the causes: Why does this problem exist? Quantify and qualify the cost for society if it does not treat this problem.
Once the social problem is identified, the challenge is to succeed in defining a long-term vision and the path to get there. By setting the course, you prioritize more easily the actions you have to undertake. With day-to-day pressures, it is often difficult to plan, but it is a key step to structure your project. To this end, one must:
Clearly define, collectively if possible, your area of activity, your mission and your vision. Share this vision with your team and with the people close to your project: they will be your ambassadors.
16 And how are you responding to it?
BEST PRACTICES THE ESSENTIALS & PITFALLS TO AVOID TO KEEP IN MIND ◆◆Make hypotheses, confirm them in the field by ◆◆Concentrate your energy and your actions on the surveys and make estimates if no figures or means that will really overturn the existing system. statistics are directly available. It is important to Do not lose focus. have a realistic order of magnitude of the scope of ◆◆Be proactive and not reactive. the problem and to be able to justify it. ◆◆Do not confuse the final beneficiaries with the ◆◆The response that you bring must be calibrated actual target of your project. relative to your comprehension of the problem and ◆◆Do not loose sight of the challenge of develop- the beneficiaries. You must stay realistic about the ment, which means not enlarging the budget but numbers that you are putting forward! increasing the social impact. ◆◆Bring to light the typical dysfunction and show how you can break this vicious circle.
ADDITIONAL RESOURCES
FOR MORE INFORMATION ON THE ANALY- TO FIND FIGURES & REPORTS SIS OF OPPORTUNITIES AND THE THEORY OF CHANGE ◆◆The website of the federal Office of Statistics: www.statistique.admin.ch ◆◆All the tools made available by Social Business ◆◆The website of the federal Swiss authorities: Models for the actors of social entrepreneurship www.admin.ch and opportunity analysis for the creation of ◆◆State Secretariat for Economic Affairs SECO: social business models (workshop co-created by www.seco.admin.ch Ashoka and Dalberg) ◆◆Swiss poll institute: www.gfsbern.ch ◆◆Keystone’s theory of change: ◆◆Swiss federal archives: www.bar.admin.ch www.keystoneaccountability.org ◆◆European statistics: ◆◆www.theoryofchange.org www.europa.eu/publications/statistics ◆◆Act knowledge www.actknowledge.org ◆◆Learning for sustainability.net ◆◆The first recommendations of the Social Repor- ting Standard (SRS) will also help you clarify your theory of change ◆◆Creating a socially responsible enterprise: Guide, APRES-GE (2012) – Parts 1 and 2 [French] ◆◆File Clienteles and Needs (files 04-a), Essaim APRES-GE www.essaim.ch/outilsessaim 17 2. What is your added value? Q2 2 WHAT IS YOUR ADDED 2. WHAT IS YOUR ADDED VALUE? YOUR IS 2. WHAT VALUE
18 WHY THIS QUESTION ?
You have to position yourself relative to the other actors in your area of intervention. The answer to this question is very closely linked to your theory of change that we have just seen in question 1.
What are the other existing solutions? Who are they led by? What are your strong key strengths? What are you doing that is truly unique? Where do you bring value differently?
Knowing the other actors in your sector better and conside- ring the degree of satisfaction of the beneficiaries through their activities, products and existing services will facilitate understanding the unique character of your project.
19 2. What is your added value? Q2 PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR MOST CONVINCING?
1/3 RÉALISE
SITUATION 1 SITUATION 2
Who are the other actors who are seeking Who are the other actors who are seeking Q1 : to enable the beneficiaries of social Q1 : to enable the beneficiaries of social assistance to find the road to employment again? assistance to find the road to employment again? At its creation, in 1984, Réalise was the pioneer All the workforce integration enterprises in Swit- in French-speaking Switzerland in its model of zerland. integration through the power of working. For 30 years, the mechanism of integration through working What is your value proposition relative has been greatly developed and many new actors Q2 : to other concepts? have appeared. Réalise was the first organization to promote workforce integration in French-speaking Switzerland What is your value proposition relative by developing the professional skills of people Q2 : to other concepts? without diplomas, then by offering these skills to Since the appearance of new actors, Réalise has employers in Geneva. sought to constantly evolve in order to respond to the changing needs of job seekers and to differentiate itself. By comparison to other ESIE, Réalise remains the leader in labor-intensive sectors such as cleaning, gardening, logistics and industrial subcontracting. Furthermore, we have a management system certified ISO 9001, an Edqua and Aomas certified system Situation 1 : You succeed more clearly in of training and workforce placement, which spurs showing your ability for differentiation by us on to continuously improve our performance to identifying the specific sectors and certifica- satisfy our clients. tions received.
20 TIPS AND TOOLS TO GO FURTHER
IDENTIFY THE EXISTING SOLUTIONS “PESTEL”, “KSF” , “SWOT” ANALYSES
Look for the initiatives that are close to what you A PESTEL analysis (Political, Economic, Social, Tech- are doing. nological, Environmental and Legal) of the external Place yourself in relation to these activities. environment of your organization, as well as its internal strengths and weaknesses, through KSF (Key COMPARE YOURSELF TO THE OTHER Success Factors) and the SWOT matrix (Strengths, SOLUTIONS Weaknesses, Opportunities and Threats), offers an overall representation that allows us to highlight the How do you differentiate yourself? added value and the positioning of the organization What is your competitive advantage? to respond to the identified social problem. ◆◆Lower costs ◆◆Larger customer base COMPLETE THE “BMG” CHART TO SHARE ◆◆Greater social impact THE ADDED VALUE OF YOUR What changes are brought to society and the targeted PROJECT groups by your action and that of other actors? How do you evaluate these changes? (e.g. by asking The Business Model Generation (BMG) chart allows the beneficiaries when possible) a simple, complete and dynamic modelization of How do you explain the differences? the operation of your organization: this allows it to create, provide and share the added value.
Key Customer relationships activities Value proposition Customers
Key Key partners resources Channels www.businessmodelgeneration.com/canvas/bmc
Costs Revenue : Source
21 2. What is your added value? Q2 SOME EXAMPLES TO UNDERSTAND
2/6 GROUPE ASSOCIATIF SIEL BLEU
WHAT ARE THE EXISTING SOLUTIONS? HOW DO YOU COMPARE YOURSELF TO OTHER SOLUTIONS? Pertinent criteria of comparison ◆◆Geographic (local or national) localization For Groupe Associatif Siel Bleu, Adapted Physical ◆◆Skills level of the participants Activity is considered as a tool for universal prevention ◆◆Cross-sectoral (social, health, sport) dimension. rather than as a purpose.
Look for initiatives that are close to what you are ◆◆Groupe Associatif Siel Bleu is developing a truly doing innovative methodology, with 10% of its budget ◆◆Sports federations (different actors known to Siel devoted to R&D Bleu) ◆◆All programs are co-constructed with a medical ◆◆Sports coaches. team ◆◆It puts financial accessibility at the center of all of its programs. Out of more than 200,000 interventions done in 2014, the prices were adapted to the public and the format went from free shares to more onerous programs ◆◆More than 100,000 beneficiaries benefit from the actions of Groupe Associatif Siel Bleu every week in France ◆◆A McKinsey study done in 2012 on the economic impact of Groupe Associatif Siel Bleu’s action proved that, by reducing the risks of development of some illnesses and accidents, its actions caused a strong economic impact on health and prevention by reducing the costs incurred by society.
22 1/4 BOOKBRIDGE
WHAT IS YOUR UNIQUE KNOWLEDGE How do you compare with comparable organisations : Bookbridge sets up in remote areas in Mongolia and Cambodia financially sustainable learning in terms of costs? centers based on local needs. In Europe, the training Bookridge invests CHF 25,000 as a no-interest centers are leveraged in Bookbridge’s Capability loan in each learning center. The learning center Program, a leadership development program in reaches break-even after one year and pays back which candidates learn state-of-the-art business the loan within a maximum of 10 years. Comparable skills and develop as responsible leaders while organizations invest much higher amounts in learning creating sustainable impact. institutions as they also finance the building. In the case of Bookbridge, the building is provided as an WHAT IS YOUR UNIQUE KNOWLEDGE in-kind investment by the local community. The participation fee for their Capability Program Our unique knowledge is our comprehensive amounts to CHF 12,500 for 16 days of learning over bottom-up process in rural areas with a sound the course of 6 months. business model, ensuring financial self-reliance in In 2014, Bookbridge wase able to cover all overhead the long-term. costs with the program revenues. Comparable organizations in the training sector show a higher How do you differenciate from other actors ? profitability. Unlike many other initiatives, Bookbridge did not invest primarily in infrastructure but rather in people In terms of social impact? and collaborations. The core and main value added Bookbridge is unique in its effort to develop the next is its process on how to link quality education and generation of leaders in the Global South and the community building, by empowering local actors, fos- Global North at the same time. Other players either tering entrepreneurial skills and creating strong local focus on capacity building in the Global South or ownership. In particular, the peer-to-peer learning run leadership development programs targeted for approach values the knowledge of the community participants in the Global North. Hence, there is no and facilitates a self-reinforcing learning process. direct competitor offering the same service.
23 2. What is your added value? Q2
THE ESSENTIALS TO KEEP IN MIND
It is by knowing all your assets that you will be most able to formulate a suitable response to the identified problem; to strengthen your proposal of added value; to expand your impact on society.
Identify the strategic abilities and tangible or intangible resources (capital, major networks, etc.) that are indispensable to reach the objectives that you have set.
Highlight what you are best equipped for compared to others –whether it is skills or resources, and particularly those intangibles, such as your knowledge, relationships and reputation.
If you have the impression that you are lacking resources, tell yourself that the scarcity of resources can be a driver for innovation!
24 BEST PRACTICES THE ESSENTIALS & PITFALLS TO AVOID TO KEEP IN MIND ◆◆Know the ecosystem in which you are evolving ◆◆Do not rely on what you believe has been and, in particular, alternative solutions. Map all learned. the pertinent actors. Confirm the hypotheses. ◆◆Do not underestimate direct or indirect ◆◆Be conscious of the weaknesses and strengths competition. of the alternative solutions. ◆◆Succeed in being self-critical about your own project, the structure of your organization and your actions to make things continuously evolve. ◆◆Be efficient while still remaining creative and innovative. ◆◆Succeed in communicating your added value.
ADDITIONAL RESOURCES
FOR MORE INFORMATION ABOUT THE TOOLS
◆◆Business Model new generation : Alexander Osterwalder and Yves Pigneur (2011), a practical, inspiring handbook for anyone striving to improve a business model ◆◆Download the Business Model Canvas BMG on www.businessmodelgeneration.com ◆◆ You can also use the social business model (SBM) canvas available on www.socialbusinessmodels.ch as well as the toolkit Competition Analysis ◆◆Tool worksheet: Identifying partners from the co-creating website www.ashokacocreation.org [French]
TO IDENTIFY OTHER ACTORS FROM THE SECTOR
◆◆List of all the foundations: http://www.edi.admin.ch/esv/05263/index.html?lang=fr, http://swissfoun- dations.ch/fr/chercher-une-fondation, and www.stiftungen.org/social_franchise ◆◆National database of Swiss organizations: www.benevol-jobs.ch ◆◆Seif Social Entrepreneurship Award ◆◆Global Entrepreneurship Monitor - Chapter Switzerland - Social Entrepreneurship www.gemconsortium.org ◆◆CEPS : The Swiss Philanthropic Infrastructure : https://ceps.unibas.ch/en/publications/ ◆◆Association of German foundations : www.stiftungen.org
25 3. What is your development strategy? Q3 3
WHAT IS YOUR DEVELOPMENT STRATEGY 3. WHAT IS YOUR DEVELOPMENT STRATEGY? DEVELOPMENT YOUR IS WHAT 3.
26 WHY THIS QUESTION ?
You now know what problem you are responding to and what differentiates you from the other actors in the sector. Along with this enthusiasm, you can be greatly tempted to diversify your activities, seize opportunities and spread yourself over multiple developments.
Sometimes the best decision is to know how to say “no” to requests; especially to funders, saying no is sometimes the best decision to make.
Which activities should you keep, remove or develop? How do you make these decisions in order to stay consistent and carry out the vision you have defined? What should you develop beyond your core pro- fession?
All these questions allow you to stay focused and share your vision internally and externally.
27 3. What is your development strategy? Q3 PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR MOST CONVINCING?
2/3 RÉALISE
SITUATION 1 SITUATION 2
What are you the best at? What are you the best at? Q1 : Being a skills (re)generator for seemingly Q1 : In the core business of Réalise, we are unqualified job seekers. best at developing the potential and skills of people without diplomas, who are often sidelined by the What are the activities that you hiring process standards. Q2 : would like to develop? Why is your organization the most relevant on this subject? What activities are to be developed? Our position is in the process of radical change. We Q2 : Why you? want to revolutionize the system of recruitment by After having spent 30 years developing the potential enterprises that discriminate against many jobless of job seekers to get a sought-after positions, we also people, who are often foreign and ill equipped to want to work on recruitment methods. Considering manage their placement. our experience and our performance (about 260 people come to train at Réalise every year and about 40% find a job during their training or in the months that follow), we are particularly well positioned to help businesses find the necessary candidates to reach their economic objectives by recruiting skills, not diplomas. We want to prove that skills do the job, not diplomas.
Situation 2 : Sometimes you have to prove that the activity to be developed is consistent with your core business, and how your core business is qualified to do that, particularly emphasizing the numbers.
28 TIPS AND TOOLS TO GO FURTHER
ANSWER THE 3 KEY QUESTIONS OF THE THINK ABOUT YOUR IMPACT BEYOND “HEDGEHOG CONCEPT” YOUR ORGANIZATION
“The fox knows many things but the What impact do you wish to have on a large scale? hedgehog knows ONE big thing” How is your organization, your action, going to a Greek proverb change the system? Keeping these elements in mind can also help you to make certain choices in It is not always easy to know which opportunities to your development strategy. seize, which activities to launch, and which projects to give up. Answering the questions of the “Hedgehog “Social entrepreneurs are not satisfied Concept” of Jim Collins should help you: just fishing or learning how to fish. They will only stop when they have revolutio- ◆◆Passion: What are you deeply passionate nized the fishing industry.” about? Bill Drayton The organizations with successful development are those that have tried to achieve what really excites them. ◆◆Excellence: What can you be the best at? It is not just about identifying a core business, but really looking for your current or future distinctive skill. ◆◆Economic model: What feeds your revenue stream? By following this illustration, what can you undertake so that your solution, once you have tested and developed it, may be followed and adopted by other actors? ◆◆What is your direct impact, directly linked to your JIM COLLINS HEDGEHOG MODEL organization, due to internal growth, the extension How can we create an enduring great company? of the model to another beneficiary target, etc? ◆◆What is the impact beyond the sphere of your Be organization (your indirect impact) that lets you passionate inspire, become a model in the sector, influence regulations, etc. ?
the bestBe Be : Good to Great by Jim Collins by Great to : Good
profitable Source 29 3. What is your development strategy? Q3 SOME EXAMPLES TO UNDERSTAND
3/6 GROUPE ASSOCIATIF SIEL BLEU
WHAT IS YOUR CORE BUSINESS? DEVELOPMENT STRATEGY 2015 Adapted physical activity, with access to finance as Siel Bleu has launched the Institut Siel Bleu not the main criteria. only to ensure recognition of physical activity as a full therapeutic service, but also to implement WHAT ARE YOU BEST AT? research-action, innovation and distribution. It is a Groupe Associatif Siel Bleu relies on the co-creation laboratory that develops non-medical therapeutic of all of its high impact programs on the health of services. The Institute will allow for: people with disabilities in order to be able to create programs that are very specific to the different targets. ◆◆the creation of the book Siel Bleu, which would For example, Siel Bleu teamed with the Institut Curie become the reference for all health professionals to co-construct the Activ’ program, whose objective prescribing physical activity. The books key concepts is to limit the recidivism rate of breast cancer. would be integrated into University curriculum. ◆◆an incubator, to study and develop the ideas of WHAT ARE YOU DEEPLY PASSIONATE employees: the ideas will be tested for one year ABOUT? and implemented if they have an economic model Bringing back a smile and fitness to people with and proven impact. disabilities by Adapted Physical Activity. ◆◆the Siel Bleu campus on the website, which would capitalize on the expertise of Siel Bleu with an WHAT ACTUALLY FEEDS YOUR REVENUE open-source space for families and individuals, as STREAM? well as paid access for doctors and pharmacists. The sale of services to direct beneficiaries, as well as the involvement of actors who have an indirect Siel Bleu also extends abroad, with social franchises interest in knowing our targets are going well. in Belgium, Ireland and Spain. This includes both individuals and corporations (pension funds, mutual insurance companies, ARS, Carsat, municipalities, councils, other associations…). Partnerships with large corporations (businesses, associations, foundations…) are our third main source of revenue.
30 1/2 AUROLAB AND SOUND WORLD SOLUTIONS
David Green has been working to provide high-quality, treatment to preserve their sight and ability to work. affordable medical technology and healthcare to the He also established the production of a wound closure poor, in particular people with diseases impairing sight product at Aurolab. In order to maximize the number and hearing. For this purpose, he created Aurolab in of beneficiaries, David also helped develop the 1992 and Sound World Solutions in 2007. Aravind Eye Hospital in Madurai in India, and develop a differentiated pricing model according to patients WHAT ARE YOU BEST AT? ability to pay, maximizing the number of operations Unique competencies for cataract operations, and to enable a very low intervention price. Approximately more recently, production and distribution of top- 50% of this care is provided free-of-charge or below of-the-line, cost effective, cosmetically acceptable, cost, yet the hospital generates substantial surplus and locally maintainable hearing aids in developing revenue. Indeed, known to be the best hospital for countries. cataract surgery, people who can afford it are willing to pay a price twice as high as the market price in WHAT ARE YOU DEEPLY PASSIONATE order to undergo surgery by the best of the best. ABOUT? More recently, David co-founded Sound World Make affordable health services accessible to all. In Solutions, which manufactures and distributes a particular, restore sight and hearing all those who need state-of-the-art Bluetooth enabled hearing aids that it, particularly to the poorer two-thirds of humanity. are normally sold for more than USD 2,000 and sells them for USD 80-300, depending on the market. WHAT ACTUALLY FEEDS YOUR REVENUE STREAM? Identifying a distinctive competency, what motivates Aurolab, established in 1992 as a not-for-profit him most and how to generate sustainable revenues, manufacturing facility in India, is one of the world’s David Green managed to set a clear development largest manufacturers of intraocular lenses (IOLs), strategy to maximize the impact: Aravind Eye System which are surgically implanted in the eye to replace now has 5 hospitals performing 400,000 surgeries the cloudy lens during cataract surgery. In developing annually, making it the largest eye-care system in countries Aurolab sells lenses for USD 2-4 (compared the world and enabling 1 million people to restore to USD 150 in the developed world), helping countless sight since the first opening in 1976. patients that otherwise could never afford such
31 3. What is your development strategy? Q3
THE ESSENTIALS TO KEEP IN MIND
Finally, in order to build a clear development strategy, one must:
Identify your strengths: an effective self-evaluation of the organization is the primary success factor. This is particularly important when you change the scale, to the extent that the process involves substantial changes
Take advantage of what you do best and strengthen it
Prioritize development opportunities that correspond to your social mission and/or that have a real economic benefit which would then allow the funding of other activities
Delegate or give up what you do not know how to do (or not as well as others).
32 BEST PRACTICES THE ESSENTIALS & PITFALLS TO AVOID TO KEEP IN MIND ◆◆Remain passionate about your project: your ◆◆Challenge preconceived ideas. Lengthy experience motivation, your power of persuasion and, thus, in an area is not enough to make it your distinctive your impact will be greatly increased. skill. Sectors evolve faster than ever before, so it is ◆◆Do not ignore the question of creating economic necessary to constantly enrich your knowledge in wealth which must be a perennial element of order to stay innovative. activity. ◆◆Do not rest on your laurels, and do not stop ◆◆Know how to prioritize: launch new activities if innovating. they have a very strong social impact or if they ◆◆Never loose sight of the social impact at stake in earn enough money to then allow the funding of the development strategy. other activities.
ADDITIONAL RESOURCES
TO KNOW MORE ABOUT THE CONCEPT OF THE HEDGEHOG
◆◆The HedgeHog Concept, Good to Great, Jim Collins www.jimcollins.com ◆◆From the Performance to Excellence of Jim Collins explained on the blog mixcity
TO GO FURTHER ON DEVELOPMENT AND SCALING STRATEGIES
◆◆Support to launch a social entreprise: http://socialimpact.eu ◆◆7 Steps for Starting a Social Enterprise, Ashoka article on Forbes (2013) ◆◆Scaling social impact, Gregory Dees and Beth Battle Anderson (2004) ◆◆Scaling Social Entreprises: The Case of ENVIE and ACTIF in France, INSEAD (2006) ◆◆The Social Innovation Factory: www.socialeinnovatiefabriek.be/nl/english
33 4. What is your economic model? Q 4 WHAT IS YOUR ECONOMIC MODEL 4. WHAT IS YOUR ECONOMIC MODEL? ECONOMIC YOUR IS WHAT 4.
34 4
WHY THIS QUESTION ?
Now that you know what you are doing, why and where you are going, we will address the issue of funding for your project.
How can you find long-term sources of funding that will stregthen your social mission? What economic model best reflects your strategy and your organization?
It is essential to match your capacity to mobilize resources with your social impact. When you generate income yourself, these profits are funds that you can allocate as you see fit. But, if you do not generate your own income, you will need to have a strong fundraising strategy that will enable you to be independent.
This is why, when possible, try to diversify your funding sources as much as possible.
35 4. What is your economic model? Q PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR MOST CONVINCING?
2/4 BOOKBRIDGE
SITUATION 1 SITUATION 2 What are your revenue sources ? Q1 : There is a double fee-based revenue What are your revenue sources ? model paid by the beneficiaries of the training center Q1 : It is a fee-based revenue model : courses as well as those of the Capability Program. at the training center are offered against a fee; same Indeed, our beneficiaries are our clients. Our learning as for the Capability Program. centers offer premium education tailor-made for the local demand in rural areas. Locals teach locals Can you reduce the costs? what locals need. Each course is offered against a Q2 : We have been able to reduce costs by minimal fee. Community members run the learning delocalizing our services from Europe to Cambodia center as their business and re-invest profits into and Mongolia. to learning center. Our candidates in the Capability Program pay a fee as well.
Can you reduce the costs? Q2 : Yes. We are able to reduce costs by moving our services from Europe to Asia. An example is the Bookbridge Fellowship Program for which the In situation 1 : he was able to justify the organizational support was shifted from Europe to different revenue sources and the interest for Cambodia and Mongolia. Doing so, we were able to the beneficiaries to pay for these services. He save CHF 15,000 in staff costs annually – and we also managed to evaluate the costs saved by put the program closer to the impact which it aims delocalizing some of its services. at generating.
36 4
TIPS AND TOOLS TO GO FURTHER
THINK ABOUT THE POSSIBILITY SEE IF IT IS POSSIBLE TO REDUCE THE OF INCREASING YOUR INCOME COSTS
Even though the mission is social, it is important Which activities are you allotting your money to? not to oppose clients and beneficiaries. It is even What is the cost of each activity? How do you reduce interesting to make the two in line as often as the costs without reducing your social impact? How possible. However, watch out for the Tax aspects can you optimize the allocation of your resources linked to the increase in income. Do not forget to at a fair cost? consult a tax lawyer! THINK ABOUT INNOVATIVE FUNDING Can you have the direct beneficiaries participate? MODELS Evaluate at the same time what the beneficiaries can pay and how much they would agree to pay. Between philanthropy and traditional investment or the sale of products and services, there are Can you have the indirect beneficiaries partici- many models for funding called “hybrid” that are pate? interesting to consider. Why not combine several Evaluate your indirect targets and those that have sources of different funding? Have you considered money to invest. social investment funds? Do not hesitate to consult businesses specialized in this type of advice and Can you highlight your tangible and intangible funding. assets? Does what you possess have any value for someone And, finally, do not forget to respect the 4C rule else? Your expertise may interest other targets that are when writing your economic model ready to pay to get them. By developing a commercial activity that highlights your expertise, you could allow yourself to extend your social mission and financially support your not-for-profit activities. CONCISE COMPACT
Can you “franchise” your social business model? In every instance, do you have the right pricing? 4C COHERENT COMPLETE
37 4. What is your economic model? Q SOME EXAMPLES TO UNDERSTAND
4/6 GROUPE ASSOCIATIF SIEL BLEU
Groupe Associatif Siel Bleu is an association regulated CAN YOU HAVE THE INDIRECT BENEFI- by the Association Laws in Alsace Moselle giving the CIAIRIES PARTICIPATE? association the right to make profits. In addition, Groupe Associatif Siel Bleu has partnerships with the indirect beneficiaries of their INCOME STRUCTURE work: underwriters and mutual insurance companies. 93% of the income comes from its activities. Groupe In fact, these beneficiaries have every interest in Associatif Siel Bleu in fact adapts the prices of its funding the Siel Bleu association. With clients in events according to the targeted public in order better health, underwriters and mutual insurance to remain financially accessible. A large share of companies will have fewer expenses to comensate its income consists of partnerships around their for. Investing in prevention is both more humanely activities. The 7% remaining balance comes from and more financially effective. foundations or subsidies. CAN YOUR HIGHLIGHT YOUR TANGIBLE CAN YOU HAVE THE DIRECT BENEFICIA- AND INTANGIBLE ASSETS? RIES PARTICIPATE? Originally only intended for the elderly, Groupe With financial accessibility for its services as its Associatif Siel Bleu has expanded its activity to others credo, Groupe Associatif Siel Bleu operates on the with disabilities and strengthened its economic model basis of the participation of their beneficiaries. The by highlighting its expertise. For example, Groupe Group has implemented a client loyalty system of Associatif Siel Bleu has expanded its activities to beneficiaries who participate in its group courses. workplaces by developing a commercial service for They become members of the association and are businesses. For that purpose, it has created an SAS, thus involved in both the governance and proper Siel Bleu at work, which acts to prevent accidents on development of Siel Bleu. There are very open local the job, allowing the Community Group to expand work groups consisting of employees, locally elected to new targets that can benefit from prevention officials, pension funds… through Adapted Physical Activity. The SAS statute
38 4
2/2 AUROLAB AND SOUND WORLD SOLUTIONS
allows the creation of a hybrid economic structure Intraocular lenses solve the problem of cataract, in order to manage a more lucrative plan of paying which is a widespread disease, especially in emerging for services by businesses. countries. In collaboration with health professionals, This economic model allows Groupe Associatif Siel David Green has developed intraocular lenses at a Bleu to have a perennial and self-funding economic very low production cost (USD 2 instead of USD model, which gives it the possibility not only to 150). Aurolab has also helped optimize surgery develop new projects in France and internationally logistics reducing their duration to 10-20 minutes, but also to continue to offer free services in order to and developed Telemedicine which reaches 92% of maintain its accessibility to funding. the population. This very competitive cost structure On top of the financial independence allowed by such allows thousands of people to undergo cataract a model, the Group has created a foundation in order surgery at a price much below the market price. to receive donations, thereby funding research and In order to reach the entire population, David has innovative programs. The foundation is recognized as also set up a triple pricing system («differentiated being in the public interest, which allows protection pricing») based on patients’ incomes: the poorest pay for all the work of Siel Bleu. nothing, those with average income pay 80% of the market price, and the richest pay 200%. The reason why the wealthiest are willing to pay such a price is because of Aravind Eye System specialization on cataract surgery making it the best in the field. This is what David Green calls «compassionate capitalism.»
39 4. What is your economic model? Q THE ESSENTIALS TO KEEP IN MIND
It is important to regularly challenge and experiment with the economic model to make sure you have the right one. Your organization can only have the social impact you want if the funding of your activities is ensured.
Determine beneficiaries who are interested in funding your project directly. Often, with social purpose projects, people think that everything must be free for beneficiaries. However, even minimal financial participation can be a way to both empower the beneficiaries and give them their dignity back. In the pricing, one must therefore consider what the beneficiaries can pay and what they would be willing to pay. It is also possible to set up a differential pricing system according to the means of the targeted people.
If the payment methods create an obstacle, think about different options: ◆◆Assign a credit, a microcredit or defer the payment ◆◆Rent rather than give (leasing systems) ◆◆E.g. Fabio Rosa, in Brazil, has developed a leasing system to let the rural population have access to solar panels. They were spending this money previously on buying candles and gas lamps ◆◆Imagine a system of differential pricing ◆◆E.g. Chantal Mainguené is offering a new day-care solution for single-parent families at risk, whose pricing is fixed according to the means of each family.
Identify those who are interested in what suits these beneficiaries best, and who are therefore interested in funding your project indirectly.
Adapt the pace of the project’s development to the resources that you think you may be able to get.
Think about developing a hybrid model to have access to different sources of funding coming, for example, from gifts, subsidies, and the sale of the delivery of services. 40 4
THE ESSENTIALS BEST PRACTICES TO KEEP IN MIND & PITFALLS TO AVOID ◆◆Argue for your economic model. If you are selling ◆◆Do not get lost in the details: think in large terms, products or services, justify the prices. If you avoid numbers that are too specific. anticipate a number of clients, a subsidy, explain ◆◆Do not underestimate the time necessary to the hypothesis. quantify this job. ◆◆Develop a fallback plan. ◆◆Do not consider the economic model as a simple ◆◆Have a legal and financial specialist help you if accounting tool and not as an operating tool. you are thinking about developing a commercial ◆◆Pay attention to deadlines! Thinking about a new branch for a new target – which may be subject to economic model does not allow you to solve specific rules – and/or if your income increases in short-term cash flow problems. For that purpose, a significant way and your structure has not been think about anticipating and making your banker adapted. your partner. ◆◆Do not start neglecting the social impact for economic reasons (or savings!) ADDITIONAL RESOURCES
FOR MORE INFORMATION ON THE SOME INVESTMENT FUNDS SPECIALIZED VARIOUS FUNDING OPTIONS IN SOCIAL INVESTMENT
◆◆Nesst offers interesting support on the genera- ◆◆European Venture Philanthropy Association : ting of income in social purpose structures: www.evpa.eu.com www.nesst.org ◆◆Swiss Sustainable Finance: www.sustainablefinance.ch ◆◆FASE, the financing Agency for Social Entre- ◆◆Sustainable Finance Geneva : www.sfgeneva.org preneurship, provides tailored support for ◆◆Financing of SMEs and startups in Geneva: social entrepreneurs willing to develop a hybrid www.fondetec.ch financing model. See examples and case studies ◆◆Funds for Good : www.fundsforgood.eu/fr on their website. www.fa-se.eu ◆◆Oikocredit : www.oikocredit.coop ◆◆Si² Fund : www.si2fund.com ◆◆Social Impact Bond : www.koisinvest.com/acti- vities/advisory ◆◆To look for other impact investing funds, visit the Impact Base website : www.impactbase.org
41 5. How do you accelerate your development by collaborating - 5
HOW DO YOU ACCELERATE YOUR DEVELOPMENT BY COLLABORATING WITH OTHER STAKEHOLDERS OF SOCIETY 5. HOW DO YOU ACCELERATE YOUR DEVELOPMENT BY COLLABORATING WITH OTHER STAKEHOLDERS OF SO OF STAKEHOLDERS WITH OTHER COLLABORATING BY DEVELOPMENT YOUR ACCELERATE YOU DO HOW 5. CIETY?
42 with other stakeholders of society? Q5
WHY THIS QUESTION ?
You have an innovative solution and a model that makes sense. But how many people are affected by your model today? And how many people would need these solutions and could potentially be affected (“market” potential)? This chapter explores various means of action to create greater impact and allow the emergence of synergies by collaborating with different participants in society.
Are you already working with other actors in a strategic way? How are you capitalizing on the complementary expertise of other social entrepreneurs, private enterprises and/or public institutions?
Inter-sector collaboration across strategic partnerships can constitute a true opportunity for growth for your organization.
43 5. How do you accelerate your development by collaborating
PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR THE MOST CONVINCING?
1/2 CRÉSUS (BANQUE POSTALE)
SITUATION 1 SITUATION 2
How do you introduce yourself to a How do you introduce yourself to a Q1 : possible partner today? Q1 : possible partner today? Today, Crésus is seeking a solution to the problem of Crésus seeks to prevent excessive debt in order to excessive debt, by dealing with populations affected avoid the financial and social exclusion that results by this problem and by supporting the development from it. It seems useful to me to involve the actors of credit institutions. For a partnership to be a truly affected by this excessive debt in order to be more effective means of action, we wish to join forces with effective and affect more people. the actors who are directly affected by this problem and who will be able to bring something new to the How do you collaborate with other solution implemented: among them, banks, who Q2 : actors? are the most able to identify people with excessive We are developing partnerships with the banks debt and implement the tools or solutions that can because they certainly know people who have directly help them. excessive debt and can be of interest to Crésus.
How do you collaborate with other Q2 : actors? Today, Crésus is working with banks on a collabo- rative platform to help banks develop available Situation 1 : You knew how to focus on the credit responsibly, as well as bring expertise in risk problem, the need to find a means of action management and prevention. In return, the banks and identify the right partners. You also identify the at-risk clients to direct them to this knew how to present a partnership where the platform to promote prevention. Such partnerships partner is interested in joining forces over the allow Crésus and its partners to join forces over the long term. long term to create a long-term solution.
44 with other stakeholders of society? Q5
TIPS AND TOOLS TO GO FURTHER
CONSIDER DIFFERENT TYPES OF COLLABORATION
CO-CREATION TRANSACTIONAL PHILANTHROPIC • To create something • Customer/supplier • Sponsorship / donations together relationship • Pro bono support • Social innovation • Selling products and • Limited duration • Sustainable economic services model
Collaborate intelligently Imagine co-creation going further For a successful collaboration, whatever the method As a social entrepreneur, you can let co-creation: selected to join forces on shared projects, it is strongly recommended to: Broadcast your idea on a greater scale: You have developed a solution that is 1. Get to know the actors in your sector and your not accessible to the vast majority of the strengths to identify the opportunities to work population. You need a partner to broadcast it. Here, together the partner serves as a means of acceleration (e.g. Specialisterne & SAP collaborate to integrate the 2. Once the potential partners have been identified, autistic population to test the software). learn about their issues, intentions and motivations Invent new solutions: You want to have a greater impact but it is impossible. You need 3. Build long-term relationships based on trust with a partner to access a product or service that your partners you do not have in order to meet an essential need of a key segment of the population. Here, the partner 4. Think about connecting with those who are best offers you access to indispensable resources to create in areas where you have less expertise in order to your new solution (e.g. Crésus & Bank Postale). capitalize on resources that you do not have. You Improve the coordination among the can, among other things, find synergies in: various actors: You are working on the same ■■Skills mission as other actors; there are many ■■Geographic coverage resources and skills in your area of intervention but ■■Network development they are fragmented. A partnership between actors ■■Financial stability can increase the social impact. ■■A more complete offer of services (to create consistency between two offers that, by them- selves, would be weaker).
45 5. How do you accelerate your development by collaborating
SOME EXAMPLES TO UNDERSTAND
3/4 (FRANCE) BOOKBRIDGE
WHAT TYPES OF PARTNERSHIPS HAVE YOU WHAT IMPACT DO THESE PARTNERSHIPS CONSTRUCTED? HAVE ON YOUR ORGANISATION? Bookbridge has developed a unique partnership The partnership with WOSM impacted the orga- with the World Organization of the Scout Movement nization on three levels. Firstly, Bookbridge learnt (WOSM), the largest youth movement in the world a lot about the collaboration with partners from with 50 million members in 150 countries. With different cultures by following the suggestions from support of WOSM, they are able to identify the its local scouting partner. Secondly, WOSM brought entrepreneurs and local partners for their learning Bookbridge many new members of the Family of centers. The values behind scouting allow Bookbridge BridgeBuilders. UK Scouts, for instance, collect books to build up a trustful and long-term relationship. In for Bookbridge’s learning centers. Thirdly, the values addition, scouting brought them a good relationship of scouting are also the values of Bookbridge. with the government, which considerably reduced the risk to be exposed to corruption. 2/4 WHAT WERE THE ADVANTAGES / DISAD- VANTAGES OF THESE PARTNERSHIPS? 1 ROOF 2 AGES The advantage of the partnership with WOSM was that Bookbridge was able to implement its model quickly. It took Bookbridge 4 months to identify WITH WHAT OTHER ACTORS HAVE YOU Cambodia as the second country, sign an MoU with COLLABORATED? the Ministry of Education and setup the first two As part of the co-creation fully incorporated in its pilot learning centers. The disadvantage may be that vision, 1 Roof 2 Ages is increasing partnerships with it might be more difficult to innovate and change all actors. things radically after it has once been decided – just The association and Gymsana (an association as in any long-term partnership. working to promote sports among the elderly) are in the process of co-constructing a research on the WHAT IMPACT DID IT HAVE ON YOUR SCA- benefits of physical exercise on the health of seniors. LING STRATEGY? This collaboration allows two organizations to jointly WOSM brought Bookbridge to scale. Without the develop their visibility and respective expertise. network of 50 million scouts in 150 countries, A partnership with insurance company EuroMut Bookbridge would not be able to bring its approach offers EuroMut’s clients a fee discount from 1 Roof to different countries. Scouting makes it happen! 2 Ages. The insurance company is today also on the Board of Directors of the association. This has especially given them the opportunity to conduct a 46 with other stakeholders of society? Q5
large-scale publicity campaign. The association has guarantee the ability to fund its actions in the long also incorporated Plus Magazine (a senior magazine) term. It then identified that the banking institutions and BNP Paribas Fortis in its ecosystem. The former that were able to identify people in financial straits, convey the solution and offer a fee discount to their lacked the expertise to assist the at-risk clients in readers. The latter have supported a joint analysis the better management of their budget. of the social impact of the project. Thus, a partnership was set up with Banque Postale through an intermediation platform between the two 2/2 organizations. This platform has allowed Crésus to (FRANCE) train teams from Banque Postale about prevention CRÉSUS of and solutions for excessive debt and, in return, Banque Postale has implemented an extranet to WHAT WERE THE ADVANTAGES OF SUCH connect its at-risk clients with Crésus. Thanks to this PARTNERSHIPS? partnership, more than 43,000 households have First, all the co-created projects strengthen the been able to benefit from Crésus, 25,400 hours of communication plan and the visibility of the asso- training has been given and EUR 31’500 in average ciation. The partnerships then constitute a new debt has been processed per household. 98% of the source of income that allows the association to free precautionary mediations have helped households itself even more from its dependency on subsidies. in a sustainable way. Collaboration with organizations whose organizational DNA is profoundly different from the association This partnership has allowed both Crésus to reach opens doors for 1 Roof 2 Ages and enables them to more beneficiaries and Banque Postale to benefit access skills and support from various sources. Thus, from the gain in expertise and savings from better in contact with partners, the association’s team has management of the excessive debt of its clients. been professionalized and has, in particular, acquired The platform has expanded to almost 25 partners. advanced ideas of reporting.
After nearly 15 years implementing the program to combat excessive debt, Crésus has realized the limits of what it could achieve in terms of preventing excessive debt. The association had the expertise but lacked the supplementary means to identify in advance situations of excessive debt and could not
47 5. How do you accelerate your development by collaborating
THE ESSENTIALS TO KEEP IN MIND
To work within a network and co-create with new actors, define your approach strategy and your value proposition well, and understand your potential partners.
Identify your needs: what can your partners bring to you and what can you bring to them in order to establish a common strategy?
It is important to collaborate on the several levels of your partner’s organizations: Raise the management’s awareness Have champions (“intrapreneurs”) at the operational level.
Sometimes, innovation comes from “friction” with the actors who come from very different sectors.
All the actors can take an interest in co-creating :
• Expand social impact • New markets including by leveraging the vulnerable populations assets of corporations SOCIAL CORPORATION • Innovation labs for • Generate new sources ENTREPRENEUR business models of revenues to reinvest • Stronger CSR positioning in social projects and social footprint • Develop new skills and • Employee engagement knowledge GOVERNMENT
• ROI of social programs • Saving on public spending • Reinforcement of “a positive economy”
48 with other stakeholders of society? Q5 THE ESSENTIALS BEST PRACTICES TO KEEP IN MIND & PITFALLS TO AVOID ◆◆Think big but start small by testing with a pilot. ◆◆Do not fear collaboration with other entities (social ◆◆Approach partners with, “a strategic hook and an entrepreneurs, private enterprises, and public open heart”. authorities) as being a threat, a competition or ◆◆To co-create, everyone needs to take a step forward. a conflict. You must be ready to make compromises on some ◆◆Do not consider partnerships with businesses only points while making sure you stay faithful to your as a simple resource for funding. organization’s mission. ◆◆Do not look down on the action of the public and ◆◆Think about organizing field visits to learn about private sectors as incapable and/or uninterested possible partners for your project. Nothing beats in solving social problems. experience! ◆◆Making sure to not lose sight of your social mission. ◆◆Invest in building a relationship based on trust. Do ◆◆Do not collaborate just to collaborate. Always not underestimate how important this investment is for the future!
ADDITIONAL RESOURCES
collaborate intelligently. ◆◆Ashoka Changemaker Alliances website www.ashokachangemakeralliances.org ◆◆Meet some co-creator Changemakers www.profiles.ashokachangemakeralliances.org ◆◆The partner initiative: practical tools available to support cross-sector partnerships http://thepartneringinitiative.org/tpi-tools ◆◆Kauri’s 7 principles of smart collaboration ◆◆Business & Society: www.businessandsociety.be/?lang=en ◆◆The guide “Building Together” du Rameau (research laboratory applied to innovative alliances for the common welfare): www.lerameau.fr [French]
49 6. How do you measure your social impact? 6
HOW DO YOU MEASURE YOUR SOCIAL IMPACT 6. HOW DO YOU MEASURE YOUR SOCIAL IMPACT? SOCIAL YOUR MEASURE YOU DO HOW 6.
50 Q6
WHY THIS QUESTION ?
Measuring social impact allows you to assess and validate the consistency of your actions committed to the mission of the project.
Evaluating your impact will be essential for you to persuade your partners over the long term of the merits of your action, to be accountable to your investors, to improve your operations and the quality of the response you bring, and finally to guide your strategy.
But how do you evaluate your social impact? What are the proper evaluation criteria? What is the method of evaluation suitable to your organization?
You must both explain your social impact on society (espe- cially useful for your partners) and conceive an operational management tool (a measure of performance of your action, useful internally).
51 6. How do you measure your social impact?
PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR MOST CONVINCING?
3/3 RÉALISE
SITUATION 1 SITUATION 2
How do you evaluate your social How do you evaluate your social Q1 : impact? Q1 : impact? Our social mission is to lessen discrimination in the The social impact of Réalise is on several levels. At hiring of people without diplomas. 30% to 40% of Réalise, among the hundreds of people who have the people who have been at Réalise have found benefited from our services, between 30% and 40% a job during their internship or in the months that have found a job again during their internship or in followed. That demonstrates our social impact. the months that followed. For another 30%, their stay at Réalise helped them identify the barriers What is the evaluation method for to employment (health, debt, family organization, Q2 : your impact? etc.) and offered solutions to overcome them. There We haven’t yet found the management tools that are also many indirect impacts but they are difficult would allow us to measure our social impact in a to measure: considering the importance of work relevant way. in socialization in Switzerland, finding a job again achieves much more than a salary. Thus, our social impact can not only be assessed by quantitative objectives.
What is the evaluation method for Q2 : your impact? Situation 2 : You prove that you have thought A calculation of the NPV (Net Present Value) was about the core issue, that you know both the conducted in 2007 to try to define the investment direct and indirect impacts of your action, return. Undertaking it was revealing but complex. but that also limits your evaluation and the Réalise is looking to improve its impact measurement need to set up a management tool more and reporting but lacks the tools to do so, tools both suitable to your activities. easy to use and shared by other similar organizations. In the framework of its commitment to sustainable development, Réalise must improve the management of its social impact. 52 Q6
TIPS AND TOOLS TO GO FURTHER
CLARIFY WHAT YOU WANT TO EVALUATE CHOOSE THE BEST TOOL
Begin by brainstorming as a team and specify the ◆◆Precisely identify the resources available for this questions that you want to answer or that you are evaluation (time, human resources) in order to normally asked, for example : choose the most suitable follow-up method. ◆◆What are your impact objectives in the short, ◆◆Designate someone responsible for the collection medium and long-term? and follow-up of information who will coordinate ◆◆How will you know if you have achieved them? reporting over the long term. Do not hesitate to ◆◆What is the added value of the project relative to ask for help from an outside consultant who can the current situation? bring a new perspective to your project. ◆◆What costs are avoided due to the project? ◆◆Use correct reporting and put it in place at the ◆◆What are the positive as well as the negative effects same time as the action. It is key to communicate for the various participants? your impact. The Social Reporting Standard (SRS) (www.social-reporting-standard.de) is a tool that DETERMINE THE PROPER CRITERIA AND will allow you to have a detailed report with the INDICATORS precise measure of impact.
The criteria are the subjective, not directly quanti- fiable, values that pinpoint the issue. Choosing the right criteria will obtain clear and, especially, useful results! E.g. job development. “Measurement is the first step that leads to control and eventually to improve- The indicators are the “measuring instruments” of ment. If you can’t measure something, the criteria. They can be quantitative (the number you can’t understand it. If you can’t of jobs created) or qualitative (the acquisition of understand it, you can’t control it. If you new skills by the beneficiaries). They can describe can’t control it, you can’t improve it.” the direct impact of the action (the number of H. James Harrington people affected) as well as the indirect impact (the improvement in community life).
53 6. How do you measure your social impact?
SOME EXAMPLES TO UNDERSTAND
5/6 GROUPE ASSOCIATIF SIEL BLEU
WHAT IMPACT ON SOCIETY? In 2012, in partnership with Ashoka and McKinsey, Groupe Associatif Siel Bleu affects 100,000 people a study was conducted to estimate the indirect and per week, with more than 400 participants from the economic impact of some of the group’s programs. In university training in Sciences and Techniques for addition to the impact on the prevention of illnesses Physical and Sports Activities through more than or accidents, these programs have reduced the risk 3,000 institutions. of fracture, as well as risks related to diabetes or Alzheimer’s. Concerning these two pathologies, the The branch “Siel Bleu at work” has a very strong study estimates that the group’s programs would impact. Out of 80 construction sites, the rate for have saved nearly 15 billion euros for the French sick leave fell by a third, work accidents fell by almost Health System between 2012 and 2015 if they had 70%, and many beneficiaries started a physical become widespread across the country. activity again.
It is interesting to note the systematic changes carried out by the group. A new profession was created: “APA (adapted physical activity) prevention director”, with specific training and a new university field of study.
54 Q6
3/4 1 ROOF 2 AGES
WHAT IMPACT ON SOCIETY? From a societal point of view, 1 Roof 2 Ages acts in The social impact caused by the creation of more an indirect way on the well-being of the population than 600 intergenerational pairs in Belgium (2015) through the removal of barriers between generations revolves around two main axes: a direct impact from and the anxieties of families vis-à-vis youth and the financial perspective, and an indirect impact on seniors. This mutually beneficial formula improves the building of social cohesion. the feeling of well-being for 62% of seniors and 79% of students. Cohabitation is thus an extremely The study by BNP Paribas Fortis reveals that the effective means to develop exchanges between two savings achieved by INAMI in 2015 amounts to EUR generations that are too often considered as living in 480,000 and to EUR 490,000 for the beneficiaries two separate worlds. Finally, the families are reassured of this system. In fact, 23% of seniors consider this because, on the one hand, 62% of the students think solution a real alternative to a retirement home. The that this cohabitation has a favorable impact on their allowance that they receive represents an increase of academic success (March 2015), and, on the other 15% of their income, based on the average pension. hand, the seniors are not restricted by loneliness. For the students, the annual savings is estimated at around EUR 1,250.
55 6. How do you measure your social impact?
THE ESSENTIALS TO KEEP IN MIND
There are many methods for evaluating impact. Whichever you choose, the relevance of the criteria and indicators that you define are the most important aspects.
The qualitative and quantitative evaluation, contrary to accepted ideas, starts before the action. In order to be able to evaluate the impact of the action, you have to know the original conditions!
Every impact is not quantifiable. A good evaluation must take into account: quantitative indicators (e.g. the number of beneficiaries, decrease in the symptoms of the problem, the economic value created, costs saved to society) and qualitative indicators (e.g. social well-being, participants’ accountability, contribution to the decrease in delinquency or to the social link to the community).
You are not the only one working on the issue that affects you, and other macroeconomic factors (action by the State, economic tendencies, etc.) also influence the sector in which you are working. Know how to distinguish your impact from your simple obtained results.
Impact = obtained results – what would have happened in any case.
56 Q6 THE ESSENTIALS BEST PRACTICES TO KEEP IN MIND & PITFALLS TO AVOID ◆◆Evaluate what can be directly useful to you ◆◆Look for the most adapted consultation method to persuade your participants, and to improve for the organization taking all the participants your action. Think about a strategic way to avoid into account. superfluous indicators. ◆◆Do not be too complex! Choose an operational tool ◆◆Do not complicate the task: prioritize the use of that is both easily used and that brings credible data already available. Base yourself mostly on the results. Avoid the tyranny of impact evaluation that impact indicators already in place. prevents progress. ◆◆Plan regular evaluations, and use them to revise your strategic objectives.
ADDITIONAL RESOURCES
◆◆To go further and re- think your activity report seen through the prism of your social impact, use the Social Reporting Standard (SRS) www.social-reporting-standard.de/en ◆◆The Impact Map, A guide to Social Return on Investment (SROI network) ◆◆IRIS Indicators (Impact Reporting and Investment Standards), useful to measure the performance of a social organization ◆◆www.proveandimprove.org
57 7. What is the best organizational model for your project? 7
WHAT IS THE BEST ORGANIZATIONAL MODEL FOR YOUR PROJECT 7. WHAT IS THE BEST ORGANIZATIONAL MODEL FOR YOUR PROJECT? YOUR FOR MODEL ORGANIZATIONAL THE BEST IS WHAT 7.
58 Q7
WHY THIS QUESTION ?
You have now thought about the why and the how. This part is about understanding what are the most relevant organizational mechanisms for your structure.
What would be the best team to lead the activi- ties that you set up? What skills do you expect from your team members? What values should they share? What will be your decision-making process? Who will participate? What will be its organizational chart?
A good initial definition of the organization’s operation is also important both for the internal team as well as the external partners, and increases the organization’s chances of survival.
59 7. What is the best organizational model for your project?
PUT YOURSELF IN THE SHOES OF A POTENTIAL PARTNER
IN WHICH SITUATION IS THE SOCIAL ENTREPRENEUR MOST CONVINCING?
4/4 BOOKBRIDGE
SITUATION 1 SITUATION 2
What are your human resources What are your human resources Q1 : policies? Q1 : policies? The HR planning and recruiting process is standar- We do have experts in human resources. We do not dized. Each team member sets his or her own goals establish explicit profiles, we recruit the candidates for the year and is measured by their achievements. we find most suitable. They then become team They all earn the same salary in the team, believing members and are included in all the development that it needs the buy-in from everyone to create programs. It works fine like that. sustainable impact. Each team member participates in development programs. What is the culture and style of your Q2 : organization? What is the culture and style of your Team work and consensus. Q2 : organization? At BOOKBRIDGE, we do what we really are. We learn by doing. If we fall down, we get back up. Each mistake is a unique learning opportunity. We keep at eye-level with everyone we meet. We trust each other. Decisions are taken by consensus. We believe in the power of community. We build bridges between people and their cultures. Situation 1 : It is clear that the HR policies have been thought through and the corporate culture is a result of a style of governance and shared values among the team members.
60 Q7
TIPS AND TOOLS TO GO FURTHER
MODEL THE “WAYS OF DOING” OF THE PLAN THE IMPLEMENTATION OF OPERA- ORGANIZATION TIONAL MEANS What is the best governance possible? How do you manage your HR? Have you chosen the members of your Board of Direc- Do you prepare detailed job profiles for recruitment? tors for their expertise? How are your beneficiaries Are the responsibilities clearly defined within the and partners involved in the success and strategic team? Who does what ? Who supervises ? Who development of your organization? coordinates ?
What is your “business culture”? What is the infrastructure? A culture is not led by decree; it is the result of a Does the infrastructure in place promote work? style of governance, of shared values among all the Is the location strategic (near your direct beneficiaries members of the team. or your providers)? Does an intranet allow regular internal communication among the team members?
What is the outlook for funding? Have you set up cost accounting by activity? Are your funding plans regularly published, re-evaluated relative to reality? Is respect for the budget objectives WAYS OF DOING THINGS valued? • Governance • Culture & style ANALYZE YOUR ORGANIZATION ON 7 CRITERIA OPERATIONAL REQUIREMENTS • Human resources • Infrastructure Strategy • Financial planning
Skills Structure
Shared Values
Style Systems Framework 7-s McKinsey The : Source Staff https://www.mindtools.com/pages/article/newSTR_91.htm 61 7. What is the best organizational model for your project?
SOME EXAMPLES TO UNDERSTAND
6/6 GROUPE ASSOCIATIF SIEL BLEU
◆◆The 8 members of the Board, required by the statutes of Alsace Lorraine, are the original members who supported the creation of Siel Bleu when no Governance one believed in it. ◆◆They have an assisting and supporting role. Siel Bleu trust the Board for all the broad strategic guidelines. ◆◆The employees are essentially young sports professionals. They think about the collective future of the structure before thinking about their own individual interest in this structure. Culture and Style ◆◆The values: impact, innovation, independence, growth, conviction and employee input. ◆◆Suits and ties are off-limits, except in exceptional circumstances. Work is done in t-shirts, jeans and sneakers.
◆◆Flow chart structured as a tree: management at the top, then 7 regional centers, each specifying the various programs. HR ◆◆Job profiles are drawn up to detail skills, particularly the expected values. ◆◆Internal promotion of field facilitators to manager positions (sales managers, operational managers).
Very few offices as such (in Strasbourg, Lille, and Angers). The others are in Infrastructures ◆◆ people’s homes. ◆◆Cost accounting that consolidates the financial and human data of the organization. Investment in billing and information software. Although expensive, it Funding Plans ◆◆ nevertheless allows immense savings of scale in billing, offers complete and regular commercial follow-up, and helps to forecast real funding resources and needs.
62 Q7
4/4 1 ROOF 2 AGES
◆◆The Board of Directors operates with the approach of collaborative and parti- cipatory governance, and thus counts among its 7 members a representative Governance of the seniors and a representative of one of its partners (EuroMut). ◆◆This organization has an assisting role to the Executive Board which defines the strategy for decision-making within the organization. ◆◆Faithful to their vision of breaking down barriers between generations, the employees of the association cover a wide range of ages (there are retirees as well as young professionals). Culture and Style ◆◆Despite the separation of teams, each working in its region, the association maintains a unity and strong overall consistency thanks to monthly work meetings and a yearly team building activity.
The administration is in Brussels and manages all the branches present in HR ◆◆ 9 cities in Belgium. ◆◆The limited size of each city’s team does not justify investment in office space and the employees therefore work from home. In order to perform the Infrastructures interviews in the best conditions possible, the partner EuroMut is, however, making rooms available to employees.
The management team predicts an increase of 30% in memberships thanks Funding Plans ◆◆ to better communication and an exponential geographic development.
63 7. What is the best organizational model for your project?
THE ESSENTIALS TO KEEP IN MIND
Pay attention to governance issues, and don’t let your ego get in the way. In particular, ensure that the Board Members are:
◆◆From varied and complementary areas of expertise, as recognized professionals ◆◆Committed to the success of your activities and your mission ◆◆Available to devote time to meeting regularly ◆◆Aware of the actions implemented and a force for strategic advice. The members of your team are your wealth. Besides skills, do not ignore the culture and style of your organization.
Ensure that the members of your team share the same values and the same desire to develop the project. Especially in social areas, agreeing on values is paramount for the success of the action Apply these values daily and personify them as the leader.
Think about anticipating recruitment and maintaining the harmony of your team. For good HR planning, it is recommended to have: ◆◆someone designated for HR management ◆◆detailed job descriptions drawn up ahead of the expected internal growth ◆◆a clear organizational chart ◆◆diverse and complementary profiles.
64 Q7
THE ESSENTIALS BEST PRACTICES TO KEEP IN MIND & PITFALLS TO AVOID ◆◆List in an explicit way the various options that ◆◆Do not recruit and plan exclusively “by feeling”, are offered to you, in terms of structures, human without evaluating the needs or profiles necessary resources, etc. in order to achieve a clear and to your development. logical choice. ◆◆Do not underestimate the role of your team ◆◆Conscientiously choose the people around you on members. Besides bringing their expertise, they can the project and the role that you assign them: each be a powerful force for your project, strengthening one will play a key role, and will carry out with you its legitimacy. the vision of the project. ◆◆Take 15 minutes to self-evaluate the strong points and the improvement points of your organization by using the analysis grid of McKinsey organizations (Capacity Assessment Grid).
ADDITIONAL RESOURCES
◆◆To discover an alternative to traditional recruitment interview, follow the advice of Marina Kim co-founder of Ashoka U : Recruiting Secret Weapon: The Life History Interview ◆◆Reinventing organizations, Frederic Laloux (2014) www.reinventingorganizations.com ◆◆To learn more about the frame of Reference of the 7-S of McKinsey (Detailed description, summary, forum, tips, benefits and limits) www.12manage.com/methods_7S_fr.html ◆◆Another interesting model is Porter’s 5 forces, explained in an article by Michael Porter in the Harvard Business Review : The five competitive forces that shape strategy
65 Conclusion
CONCLUSION
This guide was designed with the goal of IF YOU ONLY HAVE A MINUTE TO PER- being as concise as possible. Therefore, SUADE SOMEONE, WHAT MESSAGE MUST it is far from being exhaustive, but by YOU ABSOLUTELY COMMUNICATE? sharing with you Ashoka’s previous 1. Your social mission in one sentence experience in assisting thousands of social entrepreneurs, we hope you will 2. Why this project? reflect constructively on your project Assess the problem as much as possible by asking yourself the right questions. Explain the underlying causes for the identified problem By now, you should have clearer ideas Mention an existing unsatisfactory and some useful tools in your pocket solution to develop your project and maximize 3. What makes you unique? your social impact! Talk about your added value through an example, an anecdote, a key number In addition to these questions, don’t 4. What long-term social impact are forget to be prepared to talk about your you looking for? project in a persuasive and concise way Be concrete under any circumstances. Developing “an elevator pitch” is a very useful 5. Your economic model? exercise in oral communication in order Talk about your funding sources to persuade a potential partner in 1 6. Why you? minute (the time it takes for an elevator Sell yourself! Your potential partner must ride) of the relevance of your project. come out of the elevator convinced that you are the right person with the ideal team to carry out this project. CONCLUSION 66 A
APPENDICES
TO GO FURTHER
Inspiring videos Other organizations in Switzerland that are ◆◆Videos on initiatives that change the world: helping to create social-driven organizations www.sparknews.com (incubators, co-working spaces, training centers, ◆◆10 TED talks that give you power to change the etc.) world ◆◆Après-GE, in Geneva ◆◆Social Entrepreneurs: Pioneering Social Change ◆◆ESSAIM, in Geneva video by Skoll World Forum ◆◆Euforia ◆◆TEDx video and article How to Create a Success- ◆◆Foundation Muse in Romandy ful Social Enterprise, Marquis Cabrera (2014) ◆◆Genilem ◆◆Fondetec, in Geneva Additional readings on innovative solutions ◆◆Impact Hub Zurich and Impact Hub Geneva ◆◆Resources for social and solidarity-based economy ◆◆KaosPilot, in Bern www.socioeco.org ◆◆MyImpact, to realize meaningful careers ◆◆Reinventing Organizations, Frederic Laloux (2014) ◆◆Seif, in Geneva ◆◆The Power of Just Doing Stuff: How Local Action ◆◆SoftWeb in Geneva Can Change the World, Rob Hopkins (2013) ◆◆Social Entrepreneurship in the Age of Atrocities, Zachary Kaufmann (2012) ◆◆Social Entrepreneurship : Theory and Practice, Ryszard Praszkier et Andrzej Nowak (2012) ◆◆How to change the world, David Bornstein (2005) APPENDICES 67 Appendices
EXAMPLES
Bookbridge has been created by Carsten Rübsaamen (Ashoka Fellow elected in 2013) with the aim of promoting education, tolerance in all areas of culture, cooperation and the commitment to social causes, regardless of religion, ethnicity or location. In order to achieve this goal, he sets up training centers in rural areas in Mongolia and Cambodia which meet local needs more effectively and which are financially viable. At the same time in Europe, Bookbridge offers a development program, the Capability program, to senior executives who wish to develop responsible leadership skills. www.bookbridge.org
Réalise is a company created in 1984. It’s managing director, Christophe Dunand (Ashoka Fellow elected in 2014), developed a model adapted to Switzerland, with an important emphasis on training unskilled job-seekers. Réalise’s mission is to identify and to develop the professional skills of these job-seekers, then to introduce them directly to various areas of industry such as logistics, gardening, laundry or office cleaning. www.realise.ch
Groupe Associatif Siel Bleu is an organization co-founded in Strasbourg by Jean-Michel Ricard (Ashoka Fellow 2006) and Jean-Daniel Muller in 1997. The Community Group offers adapted physical activities in order to strengthen the social link, to prevent some illnesses and to reduce dependency of elderly people, disabled people or people with a chronic illness. www.sielbleu.org
68 A
Crésus was founded in France by Jean-Louis Kiehl (Ashoka Fellow 2011) with the aim of preventing and reducing the indebtedness of people in order to avoid financial and social exclusion. By developing a unique model for prevention and early detection of the indebtedness, this project allows high-risk populations to avoid the double risk of financial and social exclusion. www.cresusalsace.org
Signs of Meaning is an organization founded in 2003 in Lille (France) by Simon Houriez (Ashoka Fellow 2008) in order to help deaf people escape from their cultural and social isolation. By giving them tools to access culture and knowledge areas, Signs of Meaning allows them to build themselves as individuals. It also breaks down biases and boundaries between the world of deaf and hearing people. www.signesdesens.org
1 Roof 2 Ages is an organization founded in 2009 by Régis (Ashoka Belgium Impact Program successful candidate in 2013) and Claire de Kerautem, with the mission to develop the intergenerational link by fighting against the loneliness of seniors and by helping students find housing at a lower market rate. This win-win project puts its energy into creating a society in which generations help and enrich each other. www.1toit2ages.be
69 ACKNOWLEDGMENTS
PARTNERS Many thanks to Accenture for its support through skills patronage in updating this 7 Key questions booklet.
WRITERS AND CONTRIBUTORS Pierre Esteve Olivier Fruchaud Jim Hibbert Kathy Kim Caroline Le Viet-Clarke Maylis Portmann Maël Redard Virginie Samyn Stéphanie Schmidt Harold Slamovitz Sonia Vaillant
GRAPHIC CONCEPTION Jean Robert www.yashu.fr
Many thanks as well to all the contributors of the first version of the booklet, as well as the Ashoka fellows who provided the illustrative examples.
70
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